Smarter Questions Help Managers Get Better Feedback and Input

A method of teaching and learning developed more than 2,400 years ago still has value today. For managers and leaders, implementing this ancient technique could revolutionize the sharing of ideas and input from your team.

The Greek philosopher Socrates taught his students using what philosophers later termed the “Socratic method” – a way of coming to an understanding by asking open-ended questions. Universities train lawyers and doctors using the Socratic method to help students learn their trade.

 

What is an open-ended question?

Open-ended questions lead to better understanding. When asking an employee about a project, a close-ended question, such as “are we over budget?” leaves only two answers: yes or no. This allows for miscommunication and partial information. With an open-ended question, the query becomes, “how are we doing on the budget?” allowing    the employee to explain that while you’re not over budget, you’re getting uncomfortably close; crucial information to have when deciding next steps.

 

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How do I use the Socratic method in the office?

First, let’s assess a few of the key words you should use to begin your sentences: what, how, describe, and why.

 

WHAT 

What is the best beginning to an open-ended question, allowing you to request more detailed information. For instance, a common usage is “what are the benefits?” You may have used this question already when making a purchase.

Its opposite receives much less exposure but can be even more useful: “What could go wrong?” This isn’t just asked rhetorically to foreshadow something about to go wrong; it’s a vitally important question that can make or break ideas or projects by finding potential problems before they start.

A prime time to use what is when asking “what do you think?” This allows your staff to present reasoning that may not have occurred to you and enables your work to flow smoothly.

Even when you have the best plan in mind, asking, “What are the other alternatives?” is imperative. It may not change your plan, but it provides contingencies in case something falls through unexpectedly.

 

HOW

The question how prompts brainstorming when you turn, “are you going to do this?” into, “how are you going to do this?” The employee’s thinking process can now be explained, giving you a chance to weigh in on their plan.

With set policies, it’s beneficial to ask, “how can this be improved?” Allowing your staff to critique can turn complaints into understanding when given the reason behind certain procedures. It also gives them the opportunity to voice ideas for better and more efficient business practices.

 

DESCRIBE

Some of the best open-ended questions begin with describe. While not exactly a question, this query allows workers to show their thought processes, leading to improved results. You may have a plan, but “describe how you believe it should be done” gives the people who are knee-deep in the details a chance to offer ideas to use time more effectively.

“Describe your biggest difficulty.” This enquiry provides you a better understanding of the challenges your team is facing and an opportunity to give solutions and remove barriers.

 

WHY

When you don’t understand, ask why before correcting. “Why are you doing it this way?” allows your team to explain their logic so you can consider other options. If their reasoning has flaws, explaining what you’ve learned from your experience prevents the bitterness that can occur when employees feel they have to comply with orders they don’t understand.

Finally, “why do you think that?” is immensely powerful. Through this question, you allow employees to better grasp decisions, empowering them to work through the problem and catch any errors in their logic, or yours.

 

Make the Socratic method a habit

When you’re used to giving instructions and correcting behaviors, using the Socratic method may not feel natural. But if you continue to practice it, allowing your employees to think through problems and offer solutions will improve performance. Not only can it result in a rise in productivity, but employees that feel like they’re being heard are the employees that stay, improving retention and building a cohesive and efficient business.

 

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